Profile: Clare Anderson, Powercor & Citipower
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Clare Anderson Number of years in role: 2 |
What do you do?
I’m the manager of two contact centres in Bendigo and Melbourne servicing customers of Powercor, Citipower and ETSA Utilities (three large Electricity Distributors). Customers contact us for all sorts of reasons, from advising us that their electricity supply is off, to dialling before they dig. We operate a 24 hours a day, 7 days a week service to all three businesses.
As part of my role, I manage the achievement of both regulated and non-regulated targets, many direct reports, consistent improvement, customer satisfaction, workforce management and the odd crisis.
What results are expected in your position?
I’m expected to achieve the Grade of Service targets set by each company’s government regulator – targets that carry financial penalties if they aren’t met. I am also responsible for the development and satisfaction of my staff, the customer satisfaction performance of the contact centre and the provision of services according to Service Level Agreements to three different customers.
What has been your biggest career highlight to date?
Probably seeing the end of 2006! It was an enormous year for me - a huge learning curve for the whole contact centre, and the source of a great deal of stress. Conversely, when we got to the end of the year with some of the best contact centre results ever, it was also a source of enormous pride.
What is the best and worst thing about your job?
That’s easy – the crisis management! Being in electricity means that we are critically affected by weather and other natural events such as bushfires. It also means that, at a moment’s notice, and often at very antisocial hours, the whole contact centre will need to swing into action. Every time we go through one of these events, I’m so proud of the staff that I work with – they never let us down, they never complain, and they offer unparalleled customer service. They are easily the best part of managing a crisis – the camaraderie they bring to any event is inspiring.
Crisis management is also the worst thing about my job, because it isn’t respectful of personal lives or commitments, is exhausting, and can go on for days, particularly during the summer. I don’t think I’ve ever been as tired in my life as I was at the end of my first summer here – the electricity industry is a demanding mistress!
Any tips on how to get and stay ahead?
Show a little humility, work hard, be respectful, try to imagine being in someone else’s shoes – and, for goodness’ sake, have fun!
How do you encourage loyalty with your staff and clients?
Honesty is a big one. I don’t pull any punches with my staff, so they know where they stand, and I think I work on the assumption at all times that I treat them as I’d like to be treated. As a business unit, we’ve also invested a lot of time and money into personal & professional development, both as individuals and as a team. I think these sorts of opportunities have really solidified my direct reports’ perception that this is a great place to be.
What do you think employees want from their employer?
Safety and security, particularly in the current IR environment, fair pay and benefits, respect and acknowledgement, solidarity and fun.
What does your company do for its staff that you feel is different from what other companies provide?
Powercor/Citipower are renowned for being family friendly and supportive of staff during times of crisis. I think that the management, particularly in our business unit, have shown that they’re prepared to “walk the talk” and get their hands dirty. We also offer excellent pay and benefits, and the added bonus for our Bendigo staff or working at a site with free parking, and no traffic snarls! The company also offers fun activities, social clubs and health services to staff, on top of the fantastic pay, and has shown that it is committed sincerely to the happiness and satisfaction of employees.
What are the biggest human capital issues your industry is dealing with? …and what should be done about them?
The ageing workforce is a big issue in the wider electricity industry, and there is a significant lack of mobility in rural areas, so we tend to have zero attrition at country sites (for all you city CC Managers tracking at 10% monthly attrition – believe it or not, 0% attrition isn’t always a good thing!).
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